This report provides an overview of inventory activity, cost of goods sold (COGS), and actual vs. target financial performance. It’s designed to help operators and finance teams monitor efficiency and margins, spot issues with pricing or usage, and ensure targets are being met.
Where can i find the Management Report?
You can navigate to the Management Report from the Stock Reconciliation Report.
The Management Report looks like this 👇
Report Period
At the top of the report, you’ll see the date range - in this case, 29 June 2025 – 6 July 2025. All figures are aggregated across this period.
Cost of Goods Sold (COGS)
This section summarizes inventory movement and calculates the cost of goods sold across all items.
Key Fields:
Beginning inventory: Total value of inventory at the start of the period.
Deliveries: Total value of items delivered during the period.
Transfers: Net value of transfers in or out (e.g., between locations).
Ending inventory: Total value of inventory at the end of the period.
Cost of goods sold: Calculated using the formula below:
COGS Formula
(Opening Count Quantity × Previous Closing Count Price)
+ (Delivered Quantity × Average Delivered Price)
+ ((Transfers Balance – CPU Delivered Quantity – Closing Count Quantity) × Current Item Price)
Actual vs. Target Performance
This section compares your actual financial performance against expected (theoretical) targets.
Key Metrics:
Sales: Total value of recorded sales during the period.
Cost of Sales (theoretical): Reflects actual ingredient usage based on sold quantities.
Sold Quantity × Current Item Price
Cost of Sales (actual): What your costs should have been based on inventory and deliveries.
(Opening Count Quantity × Previous Closing Count Price)
+(Delivered Quantity × Average Delivered Price)
+ ((Transfers Balance – CPU Delivered Quantity – Closing Count Quantity) × Current Item Price)
- (Wasted Quantity x Current Item Price)
+ ((Batch created quantity - used as batch ingredient quantity) x Current Item Price)
Gross Profit (actual and theoretical):
Gross Profit = Sales – Cost of Sales
Total Variance:
Gross Profit (actual) – Gross Profit (theoretical)
What to Do With This Report
Review variances weekly to identify overspends or savings.
Investigate large actual variances - these may point to operational inefficiencies or staff training needs.
Monitor pricing variances if you’re seeing unexpected increases in ingredient costs.